Case Study - Closing a Project Background Kelly, a project manager, is currently closing out a project. The PMO is pressing her to release project staff and asking for the final project deliverables to the business to be handed over. Kelly, however, is resisting releasing some key members of the project team, Biven that the project has experienced some issues with the procurement and HR aspects of running the project The project has succeeded in providing quality outcomes to the business up to this point and has been praised for its practices in engaging with the various business stakeholders and for the 'Agile' approach taken towards communication with these stakeholders. The project sponsor has already congratulated the project team and project manager for having delivered some outstanding results to business operations. These results have really improved the effectiveness and efficiency of a key number of the business's processes and how these integrate with the existing IT infrastructure. Kelly has prepared a project closure report and, pending final deliverables to the business, is getting ready for a mandatory presentation to the project sponsor and other key interested parties. The project closure report she has prepared is focused on reporting the triple constraints only and there appears to be no process in place with the PMO to facilitatea post-implementation review. Kelly has some concerns at this point and has therefore enlisted the skills of you, a more experienced project manager, to provide input into proceedings. Your tasks As the more experienced project manager: 1. Prepare a briefing document about improvements that could be made to: a. the final project closure report b. the process and timing of a post-implementation review. 2. Produce a Lessons-Learned Register of both positive and negative lessons as you (personally) perceive them using the hooks provided in the case study. You will have to make assumptions, or maybe you have real-world experience you can bring into your responses 3. Comment on some of the potential impacts that may be experienced due to the timing of releasing project team members in this case study (from both Kelly's and the PMO's perspectives Case Study - Closing a Project Background Kelly, a project manager, is currently closing out a project. The PMO is pressing her to release project staff and asking for the final project deliverables to the business to be handed over. Kelly, however, is resisting releasing some key members of the project team, Biven that the project has experienced some issues with the procurement and HR aspects of running the project The project has succeeded in providing quality outcomes to the business up to this point and has been praised for its practices in engaging with the various business stakeholders and for the 'Agile' approach taken towards communication with these stakeholders. The project sponsor has already congratulated the project team and project manager for having delivered some outstanding results to business operations. These results have really improved the effectiveness and efficiency of a key number of the business's processes and how these integrate with the existing IT infrastructure. Kelly has prepared a project closure report and, pending final deliverables to the business, is getting ready for a mandatory presentation to the project sponsor and other key interested parties. The project closure report she has prepared is focused on reporting the triple constraints only and there appears to be no process in place with the PMO to facilitatea post-implementation review. Kelly has some concerns at this point and has therefore enlisted the skills of you, a more experienced project manager, to provide input into proceedings. Your tasks As the more experienced project manager: 1. Prepare a briefing document about improvements that could be made to: a. the final project closure report b. the process and timing of a post-implementation review. 2. Produce a Lessons-Learned Register of both positive and negative lessons as you (personally) perceive them using the hooks provided in the case study. You will have to make assumptions, or maybe you have real-world experience you can bring into your responses 3. Comment on some of the potential impacts that may be experienced due to the timing of releasing project team members in this case study (from both Kelly's and the PMO's perspectives